Structural Deficit
"Produces theatrical works while prioritizing accessibility through free and discounted events, and provides dedicated mentorship and career development for early-career artists."
— Statement of Program Service Accomplishments
What does this mean?
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
The Path Forward
The Truth-Teller
Forces necessary, painful cuts to preserve the core. It demands that the organization stop borrowing from its future and align its current programmatic output with actual sustainable revenue.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 43.6% | 23 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 44.4% | 23 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 45.4% | 32 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 28.3% | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 49 | Fragile | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 39 | Fragile | Recovery | |
| 2009 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jennifer Frederick | Artistic Director | 18.0% of Rev | ||
| Edmund Baker | Artistic Director | 15.2% of Rev | ||
| John Ralls | Board Of Directors And General Manager | 6.8% of Rev | ||
| David Ghatan | Board Of Directors, Chairman | — | ||
| Claire Carlin | Treasurer | — | ||
| Heather Whitpan | Board Of Directors | — | ||
| Sonali Kumar | Board Of Directors | — | ||
| J Toscano | Board Of Directors | — | ||
| Olivia Kohler-Maga | Board Of Directors | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jennifer Frederick | Artistic Director | 17.2% of Rev | ||
| Edmund Baker | Artistic Director | 14.3% of Rev | ||
| John Ralls | Board Of Directors And General Manager | 12.1% of Rev | ||
| David Ghatan | Board Of Directors, Chairman | — | ||
| Claire Carlin | Treasurer | — | ||
| Heather Whitpan | Board Of Directors | — | ||
| Sonali Kumar | Board Of Directors | — | ||
| J Toscano | Board Of Directors | — | ||
| Olivia Kohler-Maga | Board Of Directors | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jennifer Frederick | Artistic Director | 14.8% of Rev | ||
| John Ralls | Secretary | 8.9% of Rev | ||
| Edmund Baker | Artistic Director | 6.9% of Rev | ||
| David Ghatan | Board Of Directors, Chairman | — | ||
| Claire Carlin | Treasurer | — | ||
| Eileen Vitelli | Board Of Directors | — | ||
| Sonali Kumar | Board Of Directors | — | ||
| Jim Rosenberg | Board Of Directors | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jennifer Frederick | Artistic Director | 14.0% of Rev | ||
| Edmund Baker | Artistic Director | 3.0% of Rev | ||
| David Ghatan | Board Of Directors, Chairman | — | ||
| John Ralls | Secretary | — | ||
| Claire Carlin | Treasurer | — | ||
| Eileen Vitelli | Board Of Directors | — | ||
| Gerald Yuille | Board Of Directors | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 55 other orgs in DC with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (5 vs. 26).
5-year trend: Structural Deficit
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
What's driving this score
- Comp-to-revenue ratio of 43.6% is well above the sector's 90th percentile (healthy band: 18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 43.6% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.